This article is interesting, because we as a team are currently going through a strange phase, which is similar to KPIs and OKRs, but in a better way than previ

This article is interesting, because we as a team are currently going through a strange phase, which is similar to KPIs and OKRs, but in a better way than previous companies did it. Some internal discussions and skewed perceptions of our team are now causing our team are currently causing our team to make our work and our infrastructure more tractable and more quantifiable. For example, we've started to track time spent for internal customers and different topics team-internally and aggregate those on the team-level. Or we've started to generate information about resource consumption of different products. And this has led to interesting results. At a workers level, our director and the board is very clear that they want to continue this data to be collected without interference or skew. If you work in an area, you track it in that area - don't try to protect anyone. Track time as you spend it. Track resources as spent. On a leadership level, this has however resulted in a fairly interesting tone. Suddenly you have a CEO saying "Alright, so my very expensive team is spending that much time on this area you claim to be somewhat simple? Make that number go down significantly this year. Hire if and as necessary". Or "I dislike this amount of outages, but if you say we need better data there, make it so" It's also a very much data driven management style. But you don't have magical bespoke numbers fall from the sky one day and you need to make sense of them and integrate them into your normal work. It is data about our work we collect along the way, and we're trying to change our tasks and our decision making to change our work to change the metrics into a better direction.